Illinois’ Five Year Delta 

Development Plan

February 2016

State of Illinois

Bruce Rauner, Governor 
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3
4

Governor Bruce Rauner

Victor Narusis, Designee

Illinois Department of Commerce and Economic Opportunity

Kim Watson, Alternate

Illinois Department of Commerce and Economic Opportunity

Senator Dick Durbin

711 Hart Senate Building

Washington, D.C. 20510

Phone: 202.224.2152

Senator Mark Kirk 

524 Hart Senate Office Building 

Washington DC, 20510 

Phone: 202-224-2854

Representative John Shimkus

2217 Rayburn House Office Building

Washington, DC 20515

Phone: (202) 225-5271

Representative Mike Bost

1440 Longworth House Office Building

Washington, DC 20515

Phone: (202) 225-5661
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Illinois Delta Region Planning and Development Districts

Greater Egypt Regional Planning Commission 

3000 West DeYoung Street, Suite 800B-3

Marion, Illinois 62859

Executive Director: Cary Minnis

Phone: (618) 997-9351

Email: caryminnis@greateregypt.org

DRA Counties Served: Franklin, Jackson, Perry and Williamson

Greater Wabash Regional Planning Commission

10 West Main Street

P.O. Box 209

Albion, Illinois 62806

Executive Director: Sarah Mann

Phone: (618) 445-3612

Emil: sarahmann@gwrpc.com

DRA Counties Served: White

Southern Five Regional Planning and Development Commission

5 Justice Drive

Ullin, Illinois 62992

Executive Director: List Thurston

Phone: (618) 845-9000

Email: lthurston@southernfive.org

DRA Counties Served: Alexander, Johnson, Massac, Pulaski and Union

Southeastern Illinois Regional Planning and Development Commission

230 West Poplar Street

Harrisburg, Illinois 62946

Executive Director: Alene Carr

Phone: (618) 252-7463

Email: acarr.sirpdc@clearwave.com 

DRA Counties Served: Gallatin, Hamilton, Hardin, Pope and Saline

Southwestern Illinois Regional Planning Commission

2511 Vandalia

Collinsville, Illinois 62234

Executive Director: Kevin Terveer

Phone: (618) 344-4250 Ext 108

Email: kterveer@simapc.com

DRA Counties Served: Randolph
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Illinois Advisory Committee

Angie Hampton, CEO

Egyptian Health Department

1412 US 45 North, Eldorado, Illinois 62930

Phone: (618) 273-3326 Ext 2119

Email: ahampton@egyptian.org

Dale Fowler, Mayor

City of Harrisburg 

22 Peachtree Place, Harrisburg, Illinois 62946

Phone: (618) 841-3471

Email: Dale.Fowler@peoplesnationalbank.com

Kathy Lively, Executive Director

ManTraCon

3000 DeYoung Street, Suite 800-B, Marion, Illinois 65959

Phone: (618) 998-0970 Ext 237

Email: kathylively@mantracon.org

Michael Tison

Wells Fargo

37 South Main Street, Harrisburg, Illinois 62946

Phone: (618) 253-4444

Email: mptison@clearwave.com

Robin Laur Russell, Director

SIU Small Business Development Center

150 East Pleasant Hill Road

Mail Code 6890, Carbondale, Illinois 62903-6890

Phone: (618) 453-3805

Email: rrussell@biz.siu.eud

Sarah Mann, Director

Greater Wabash Regional Planning Commission

10 West Main Street, Albion, Illinois 62806

Phone: (618) 445-3612

Email: sarahmann@gwrpc.com

Tom Heizer, VP Operations

Spartan Light Metals

510 East McClurken Avenue, Sparta, Illinois 62286

Phone: (618) 610-6734

Email: THeizer@spartanligtmetals.com
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Table of Contents

Executive Summary ............................................................................................................................................8

Introduction: Plan Development Overview...................................................................................................21

Section A: Challenges and Opportunities: The State of the State.............................................................22

Section B: Governor’s and State’s Goals, Priorities and Programs.............................................................27

Section C: Alignment of State Priorities with Delta Regional Authority’s Priorities and 

Implementation Plans.......................................................................................................................................33

Section D: State Resources: Best Practices, Case Studies, Tools and Models for Economic 

Development......................................................................................................................................................36

Appendix A..........................................................................................................................................................41

Appendix B..........................................................................................................................................................42
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Executive Summary

A. About the Delta Regional Authority

Established by Congress in 2000, the Delta Regional Authority (DRA) works to improve 

regional economic opportunity through strategic investments to create jobs, build 

communities and improve the lives of the 10 million who reside in the 252 counties and 

parishes of the eight-state Delta region. 

The DRA supports job creation and economic development through innovative approaches 

to growing local and regional leadership, increasing access to quality healthcare and 

boosting opportunities for entrepreneurs to obtain affordable capital. 

Through the States’ Economic Development Assistance Program (SEDAP), DRA investments 

help to improve transportation and basic public infrastructure and to strengthen workforce 

development systems and local business environments by providing direct funding into 

community-based and regional projects that address the DRA’s congressionally-mandated 

funding priorities. Under Federal law, at least 75% of DRA funds must be invested in 

economically-distressed counties and parishes. Half of these funds are targeted to 

transportation and basic infrastructure improvements. The remaining funds are directed to 

DRA’s other funding priorities or workforce development and business development with a 

focus on entrepreneurship. 

Recognizing that economic development is defined by long-term prosperity and growth, the 

DRA seeks in developing its goals for its third five-year strategic plan (RDP III), to build upon 

the success of existing programs yet also widen the range of current activities with new 

initiatives to enhance the region’s infrastructure and workforce and community 

competitiveness. DRA’s focus on innovation and resiliency has produced these three 

strategic goals: 
9

1

B. The DRA in Illinois

Geography: 

This region can be distinguished from northern and central regions of the State by its warmer 

climate, different mix of crops (including cotton farming in the past), more rugged unglaciated 

topography, as well as small-scale oil deposits and coal mining.

The Illinois portion of the DRA covers the southern-most 16 counties of the state, which 

represents 11% (6,038 square miles) of Illinois’ land area. Although this area is small 

geographically compared to other member states, it is vital to the entire region as the northern

gateway to the Delta. Two interstate systems pass through Southern Illinois. I-57 passes 

though the southwestern section of the State and connects Chicago to the north, providing

easy access to the I-55 corridor which traverses directly through the Delta to New Orleans. 

I-24 passes through the southeastern section of the State and also connects the region to the

Chicago market with major southern markets such as Nashville, Birmingham and Atlanta. 

I-64 runs east-west along the northern boundary of the Illinois Delta counties and provides 

connections to St. Louis, and Louisville, and beyond. 

Illinois is located at the confluence of the Mississippi and Ohio River systems. This is the point 

separating the upper and lower Mississippi systems and is the widest point of the entire river. 

As such, Southern Illinois is home to barge operations used to ship goods upstream and 

downstream both waterways. 

While the Delta region in Illinois shares many commonalities, it also is a diverse area. The Delta

region is predominantly rural in nature, but within the heart of the region is the more urban

Route 13 corridor, designated an “Urbanized Area” in 2012. This area is located along the 

Route 13 corridor with a population of 67,821, just over 1/5th of the 16 county population. 

 

1 Delta Regional Authority Delta Regional Development Plan III

Goal 1: Workforce Competitiveness: Advance the productivity and economic 

competitiveness of the Delta Workforce.

Goal 2: Infrastructure: Strengthen the Delta’s physical, digital and capital 

connections to the global economy.

Goal 3: Community Competitiveness: Facilitate local capacity building within Delta 

communities, organizations, businesses and individuals.
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Major communities along the Rt. 13 corridor include Cambria, Carbondale, Carterville, Colp, 

Crainville, Energy, Herrin, Marion, and Spillertown. This area has witnessed the greatest 

amount of growth and prosperity during the past 15 years.

Source: Susan Odum, University of Illinois Extension ERSI Map

The Department of Commerce and Economic Opportunity (DCEO) is the lead state agency 

responsible for expanding Illinois’ competitive economic position. Guided by a strong tie to 

local and regional economic development and other organizations, DCEO administers a wide 

range of economic development programs, services and initiatives designed to create and 

retain high value jobs and build strong communities. DCEO leads the Illinois economic 

development process in partnership with business, local governments, workers and families. 

The following priorities form the foundation of our work: 

-Create and retain jobs;

-Invest in the workforce;

-Develop community infrastructure and quality of life; 

-Build a statewide culture of innovation and entrepreneurship; 

-Promote energy independence; and

-Catalyze growth industries.
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State priorities for DRA funding correspond to these goals and to the goals of the Delta Regional 

Authority. Eligible projects include, but are not limited to workforce development and job 

training investments, business development and entrepreneurship; critical public infrastructure 

improvements including broadband and health care access and affordability. Our strategies 

and goals have been developed to enhance regional investments that will stimulate private 

sector development and investment, workforce development and job creation and retention. 

Economy: The Illinois Delta is predominantly rural and is comprised of primarily sparsely 

populated counties with the Jackson-Williamson metropolitan statistical area. The economy is 

based on natural resources such as agriculture, mining and oil. The Bureau of Labor Statistics 

reports that in 2014, the Illinois Delta is home to 7,085 businesses with 85,164 employees. 

Businesses with fewer than 100 employers comprise the majority of the region’s 

establishments. The Route 13 and I-57 transportation corridors represent the area’s major 

business and healthcare corridors. 

The largest industries in the region (aside from government and education*) include: 

-Healthcare

-Energy – coal, oil, gas, alternative fuels

-Agriculture & agriculture support industries (including food processing)

-Forestry

-Transportation & shipping;

-Metals manufacturing

* The area is home to Southern Illinois University and four community colleges and also has 

a strong state government presence with several correctional facilities in the region.

Coal mining, oil and agriculture, while not the leaders in employment that they once were, are 

still important and vital components of the regional economy. Legislation reducing carbon 

monoxide and mercury has significantly reduced employment, and the large increase in 

availability and low cost of natural gas have had a large and negative impact on coal mining and 

oil production. Even as of this writing, coal mines have reduced employment by 915 in recent 

months, representing 1% of total area employment.

Health care facilities are a major private sector employer in the region with slightly more than 

12,000 employees (13% of total private employment). Southern Illinois Healthcare owns 

hospitals and clinics in Murphysboro, Carbondale, Carterville, Herrin and Harrisburg and is 

among the largest employers in the healthcare field. 

Government, which includes local school districts, is one of the region’s largest employers. The 

region is home to several state prison facilities, the state office building at Marion and the 
12

federal prison at Marion. Leading private sector employers include: Aisin Manufacturing, Aisin 

Light Metals, Aisin Electrical, Dyno Nobel, Wallace Electrical, LaFarge and Com-Pac. 

 Aisin Complex, Marion

Infrastructure: Illinois is located at the northern gateway to the Delta. The region is connected 

via I-57, I-24 and I-64. The region has numerous docks and port districts along the Ohio and 

Mississippi Rivers and three class I and one short line rail serve the region. Rail lines are 

operated by CN, BNSF, UP and Evansville Western Railway. 

Passenger air service is available at the Williamson County Airport and other air services are 

also available at the Southern Illinois Airport at Murphysboro; Cairo Airport; Harrisburg-Raleigh 

Airport; Pinckneyville Airport; Benton Airport; and Carmi Airport. 

Williamson County Airport Evansville Western Railway

Population: As reported in the 2010 Census, only four of 16 counties in Illinois’ DRA footprint 

experienced population growth over the prior decade: Franklin, Jackson, Massac and 

Williamson. Based upon 2014 estimates, Williamson is the only county with population growth
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since 2010. Overall, the population in Illinois’ Delta region has fallen by 4.3% since 1980. As 

noted in the table below, many of these counties have lost population for decades. Most of 

these counties reached peak populations between 1920 and 1950 during the height of coal 

extraction activities. Six counties now report populations below 10,000, creating challenges for 

local government to generate sufficient revenue to maintain schools and infrastructure, as well 

as provide other government services for the residents. 

TOTAL POPULATION FOR ILLINOIS DELTA COUNTIES, 1970 TO 2014 

Source: DECENNIAL CENSUS COUNTS (1970 TO 2010) AND JULY 1 ESTIMATES (2014)

Note that the region lost population from 2010 through 2014 highlighting the ongoing effects of 

the Great Recession as individuals out-migrated to seek employment elsewhere. (See the 

“Employment” section for additional information.) Only Williamson County recorded a 

population increase during the period. Over the longer timeframe from 1970 through 2014, the 

region grew by approximately 20,000 jobs, equal in amount to the jobs generated in Williamson 

County alone.

Unemployment: The Illinois economy, as in most other states, suffered the effects of the socalled Great Recession that officially began in December 2007 and officially ended in June 2009. 

During the recession, the Illinois unemployment rate jumped nearly five percentage points to 

10.2 percent. Illinois’ extended mass layoff statistics also reflected the sharp downturn in the 
14

national economy. An extended mass layoff event included at least 50 separated workers and 

lasts more than 30 days. 2 

Economic data show that Illinois lags behind the nation in its recovery from the most recent 

recession. While the U.S. had recovered all jobs lost in the Great Recession by April of 2014, 

Illinois remains over 18 percent short of regaining its lost jobs as of April 2015. 3 The Illinois 

Delta Region had an increase in unemployment rate and continued to witness an increase in 

extended mass layoff statistics. 

In the Region, only four counties (Hamilton, Jackson, Randolph and White) reported

unemployment rates lower than the State with an annual average rate of 7.1% in 2014. The 

following five counties had annual unemployment rates in 2014 above 9.0%: Alexander, 

Franklin, Johnson, Pulaski and Union. The majority of these counties have experienced 

long-term unemployment for decades. 

Camel Rock, Garden of Gods

 

2

Illinois Department of Employment Security After the Recession: Employment Status and Earnings Recovery of 

Illinois Workers by Rich Reinhold

3

Illinois Department of Employment Security Key Historical Data for U.S. and Illinois Reveal Current Economic 

Conditions by Dave Bieneman, Ph.D.
15

Local Area Unemployment Statistics, 2013-2014

Source: Illinois Department of Employment Security, Local Area Unemployment Statistics 

For the most recent two year reporting period from 2013 to 2014, the region and State 

witnessed a 2% decline in unemployment, and all 16 counties reported a decline in the number 

of unemployed totaling slightly over 3,100. (Note that during this period, the region’s labor 

force shrunk by nearly 2,100.) Unfortunately, these improvements were not broad-based as 

only six counties reported additions of 100 or more to the ranks of the employed, and only one 

county (Hamilton) reported an increase in total labor force. Additional information regarding 

employment is provided in the following section entitled “Employment”.

Employment: The major employment industry sectors for the region are healthcare at 13.3%; 

retail trade at 10.9%; and manufacturing at 12.6%.4 Agriculture and Mining are no longer large 

employers as mentioned previously, but remain a “historical anchor” to the region’s rural 

economy.

According to Census.Gov, the Delta Region’s overall employment dropped by 6% over the last 

fourteen years from 2000 to 2014, with a 4.3% loss during the 2008-2009 period. Only two 

counties showed significant grown in employment; Williamson County grew by 15% and 

Hamilton grew by 14%. Williamson County also showed growth in population, increasing by 8% 

from 2000 to 2010. During the same time frame almost all other counties showed population 

losses from -1% to -16% with only four counties having positive growth ranging from 1%-3%.

 

4 ESRI® Business Analyst
16

Source: Census.gov 

Education Attainment: Educational attainment, poverty and employment/unemployment 

follow many parallels as witnessed in Illinois’ 16 southernmost counties. Every county other 

than Jackson and Williamson have more individuals with less than a high school education than 

those throughout the State. These two counties aside, those with less than a high school 

diploma are nearly 50% greater than in the rest of Illinois. Similarly, those who have obtained a 

bachelors or advanced degree are approximately half as numerous as the remainder of the 

State. 

Interestingly, these negative attainment levels do not hold for those who have graduated high 

school, who have attended some college or who have obtained an associate degree. In these 

three categories, individuals are approximately 20% more numerous than those throughout the 

remainder of the State. This is a positive factor for firms seeking individuals with strong 

technical skills in manufacturing and assembly. Educational attainment in these three 

categories should be marketed and communicated extensively in business recruitment and 

expansion efforts.

2000 2010 2014 Change in Pop 2000 2005 2007 2010 2014 # Change % Change

Alexander, IL 9,583 8,206 7,492 -22% 2,137 1,650 1,712 1,488 1,271 (867) -41%

Franklin, IL 39,021 40,023 39,411 1% 10,198 9,149 9,151 8,901 8,211 (1,988) -19%

Gallatin, IL 6,426 5,578 5,291 -18% 1,483 1,182 1,074 1,019 966 (518) -35%

Hamilton, IL 8,613 8,449 8,296 -4% 1,751 1,525 1,564 1,601 2,001 251 14%

Hardin, IL 4,793 4,304 4,129 -14% 1,097 863 794 842 812 (286) -26%

Jackson, IL 59,607 60,386 59,677 0% 25,319 25,026 24,919 24,199 23,890 (1,430) -6%

Johnson, IL 12,877 12,610 12,601 -2% 2,445 2,317 2,304 2,069 2,046 (399) -16%

Massac, IL 15,163 15,400 14,905 -2% 4,691 4,201 4,059 3,714 3,362 (1,329) -28%

Perry, IL 23,091 22,331 21,672 -6% 6,496 6,231 5,286 4,800 4,851 (1,646) -25%

Pope, IL 4,397 4,460 4,276 -3% 634 536 557 496 434 (200) -32%

Pulaski, IL 7,333 6,140 5,815 -21% 1,791 1,799 1,886 1,774 1,334 (457) -26%

Randolph, IL 33,897 33,456 32,869 -3% 13,214 12,634 12,829 12,127 12,480 (734) -6%

Saline, IL 26,752 24,937 24,612 -8% 8,295 8,840 9,154 8,858 8,697 403 5%

Union, IL 18,311 17,760 17,447 -5% 5,550 5,425 5,399 4,937 4,856 (694) -13%

White, IL 15,381 14,642 14,374 -7% 4,591 4,715 4,702 4,621 4,588 (4) 0%

Williamson, IL 61,300 66,433 67,008 9% 21,633 24,493 25,029 23,921 24,918 3,285 15%

Total 346,545 345,115 339,875 -2% 111,325 110,584 110,417 105,363 104,715 (6,611)

County Population Average Employment Employ. Trend 2000-2014

Red cells represent the lowest value for each column; Green represent the higest value; yellow and orange represent values between highest and lowest. 
17

Source: U.S Census American Fact Finder 

Poverty: The poverty rate in the region has consistently surpassed that of the State, and 

represents the driving rationale for the area’s inclusion into the Delta Region. All of the 

counties in the region exceed the State of Illinois’ poverty rate of 14.3%. High poverty rates 

have been persistent in the region for decades. Six counties (Alexander, Hardin, Jackson, 

Massac, Pulaski and Saline) have poverty levels exceeding 20%. Both Alexander and Jackson 

Counties’ rates exceed 30%. The poverty rate for those under age 18 is equal to or exceeds 

30% in seven counties (Alexander, Hardin, Jackson, Massac, Pope, Pulaski and Saline). 
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Source: US Census Bureau, Small Area Income and Poverty Estimates (SAIPE) 

Program 2014 Estimates 

The Median Household Income and Per Capita Income levels also fall far below the levels of the 

United States and of Illinois. The median age in the region is also increasing, which shows an 

aging population that has an increased need for healthcare and also a decreasing population 

available for the workforce. 
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Source: ESRI® Business Analyst

Current median household income is $39,287 in the area, compared to $53,217 for all U.S. 

households. Current average household income is $52,117 in this area, compared to $74,699 

for all U.S. households. Current per capita income is $21,669 in the area, compared to the U.S. 

per capita income of $28,597. 5

 

5Source: U.S. Census Bureau, Census 2010 Summary File 1. ERSI forecasts

County

Median 

Household 

Income

Per Capita 

Income 

Median 

Age 

United States $53,217 $28,597 37.9

Illinois $57,166 $30,019 36.8

Illinois Delta 

Region

$39,287 $21,669 40.5

Percent of State 68.7% 72.2%

Alexander $29,623 $17,149 41.9

Franklin $36,406 $20,086 42.8

Gallatin $38,079 $21,743 44.3

Hamilton $39,542 $23,205 44.1

Hardin $39,474 $23,304 47.4

Jackson $35,359 $21,255 30.2

Johnson $44,415 $20,144 43.5

Massac $40,675 $21,935 43.5

Perry $40,172 $20,033 40.4

Pope $35,860 $20,399 48.3

Pulaski $35,803 $21,609 44.2

Randolph $49,014 $22,405 41.7

Saline $36,626 $21,213 42.7

Union $41,611 $21,710 44.1

White $44,151 $24,124 46.1

Williamson $42,848 $23,300 41.1

2014 Per Capita Income/Median Income/Median Age

Red cells represent the lowest value for each column 

compared to the State average; Green represent the higest 

value; yellow and orange represent values between highest 

and lowest. 
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Currently, 59.7% of the 161,032 housing units in the area are owner occupied; 27.7%, renter 

occupied; and 12.6% are vacant. Median home value in the area is $98,099, compared to a 

median home value of $200,006 for the U.S.6

C. DRA Investment in Illinois

7

 

6 Source: U.S. Census Bureau, Census 2010 Summary File 1. ERSI forecasts

7 Source: Delta Regional Authority, www.dra.gov
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Introduction: Plan Development Overview

Since the inception of the Delta Regional Authority, DRA has invested a total of $10,628,582 in 

Illinois, approximately 8% of the Authority’s total investments. These dollars have leveraged 

$112,122,003 in total additional investments with $66,834,675 from other public sources and 

$34,658,746 from private investment. Viewed another way, DRA’s investments have been 

leveraged by other investments at a ratio of 9.5 to 1. DRA has funded 129 projects in Illinois 

over this period, including: 9 Small Business & Entrepreneurship projects, 11 Workforce 

Development projects, 15 Healthcare projects, 3 Public Port projects, 50 Public Infrastructure 

projects and 33 Transportation Infrastructure projects. 

An online survey and two public meetings were used to gather public input and engage 

stakeholders into the development of this strategic plan. The survey was sent to economic 

development and elected officials throughout the Delta region of Illinois, with forty responses 

received. Public meetings were held on December 14, 2015 at John A. Logan College in 

Carterville and December 15, 2015 at Southeastern Illinois College in Harrisburg. 

Approximately 25 individuals participated in providing public input. 

Existing Comprehensive Economic Development Strategy (CEDS) documents from the Region’s 

Local Development Districts were also utilized in the development of the new Plan. These CEDS 

plans are viewed as important input to the creation of the new Plan and are important to 

ensuring consistency among the six planning districts located within the Illinois Region. 

Metropolis
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Section A: Challenges and Opportunities

The Illinois Delta region is served by six local development districts (LDD’s) or regional planning 

commissions (RPC’s). They are as follows: Greater Egypt Regional Planning Commission, 

Greater Wabash Regional Planning Commission, Southeastern Illinois Regional Planning and 

Development Commission, Southwestern Regional Planning Commission and Southern Five 

Regional Planning Commission. These entities have decades of experience in assisting the 

region with improvements to basic infrastructure, housing and business development. These 

RPC’s serve as a liaison between the DRA, local governments and other entities to help identify, 

develop and implement investment opportunities. The following strengths, weaknesses, 

opportunities and threats were pulled from their collective Comprehensive Economic 

Development Strategies (CEDS) documents. 

1)

Strengths

 Strategic location with 

proximity to major Midwest 

urban centers 

 Transportation systems 

(multi-modal)

 Energy resources including oil, 

coal, and timber

 Agriculture

Weaknesses

 Poverty/distressed counties

 Reliance on government jobs

 Lack of value-added products

 Population decline and “brain 

drain”

 Lack of access to capital

Opportunities

 Industrial parks and 

development sites 

 Broadband expansion

 Clean coal and alternative 

energy production

 Improved support for 

entrepreneurs

 Develop more specialty and 

value-added agriculture 

products

 Market the region as a whole

 Tourism potential, especially 

“heritage tourism”

Threats

 Aging infrastructure, and 

lack of sewer capacity in 

some areas

 Continued population 

decline

 Low tax base
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2) Information gathered from the public meetings and online survey as ‘in field” 

research” for this third, five-year strategic plan identified the following as critical 

issues of success during the upcoming strategic planning period:

 Expand economy by focusing on shipping/logistics opportunities and natural 

resources (incl. agriculture and forestry); 

 Strengthen capacity of local governments (leadership, infrastructure, 

technology, police & fire services); 

 Further develop business parks and sites; 

 Increase regional cooperation, thinking and acting as a region; and

 Improve access to capital (including better use of Enterprise Zones, microloans).

From “in-field” input, participants agreed that it is essential to act and cooperate as 

a region. Communication and collaboration are the keys to success. The “Stronger 

Economies Together” (a USDA Rural Development and University of Illinois 

Extension collaboration being led by Susan Odum, U of I Extension) is an example of 

regional collaboration efforts which may be expanded further. Building a plan which 

identifies responsible players is essential. Focus must be on achieving outcomes and 

expect that these outcomes are possible and beneficial. Identifying unique and 

measurable strengths is also important. 

Community Development is essential to the region’s development. Many 

communities are in need of downtown redevelopment and updated infrastructure. 

Fifty to seventy-five year-old municipal utilities are failing rapidly and are insufficient 

to meet the needs of new business. Infrastructure is key to the future. The region 

must coordinate to obtain infrastructure funds available through DRA, DCAP, IDOTED and the future Section 108 programs. An improved quality of place is essential to 

the redevelopment of the small, rural communities found in the Illinois Delta. 

Workforce Development efforts (including those through DRA and WIOA) must also 

be coordinated to maximize efforts and assets. High School vocational education 

promoting coordination and dual credit and the importance of foundational (soft) 

skills training with community colleges should be expanded. 

Business Development starts with Illinois being business friendly. One way to assist 

businesses is to reduce costs and part of Governor Rauner’s Turnaround Agenda 
24

includes reduced workers compensation and unemployment insurance costs. 

Another strategy is to create “Community Funds”, which are similar to Angel Funds, 

from locals to provide missing key elements of the community. This could increase 

focus on community competitiveness and increase access to capital. Business 

testimonials should also be used as a method to market the region. 

Discussion also addressed compensation for a “good” living wage. The group agreed 

that annual pay would be at least $30,000 - $40,000. This is the same figure 

identified in the majority of other DRA states. Ted Abernathy (DRA strategic plan 

consultant) identified that thirty-nine percent (39%) of jobs in the Delta pay more 

than $30,000.

A regional organization must be put in place to ensure sustainability and it must be a 

long-term effort. A marketing plan for the 16 Southern Illinois Delta counties needs 

to be developed. Targeted industries, which have the greatest likelihood of success 

in Southern Illinois, should be developed. Logistics and tourism development are 

part of the strengths of the regional economy. A balance between meeting 

immediate needs, yet also dedicating resources to strategic and long-term goals 

must be struck. Speaking positively and putting out positive information about 

Southern Illinois is a must. It is essential to coordinate and leverage the following: 

DRA, Stronger Economies Together, EDA, USDA-Rural Development, WIOA, 

Community Colleges, four-year colleges, SBDC’s, State of Illinois, Community 

Development organizations, Business Development groups, Tourism, Angel Investors 

and Business. 

A long-term funded central regional organization is key to developing and sustaining 

relationships and a coordinated plan. 

3) The State of Illinois is six months into this fiscal year without a budget. With billions 

of dollars of unpaid bills, the budget impasse continues. Agencies that provide 

services are laying-off employees and/or closing. Many of these agencies are 

located in the Illinois Delta region. The budget crisis and lack of necessary structural 

reforms (as identified in Governor Rauner’s six point Turnaround Agenda-see 

attached) continue to have a major impact on growth of the business sector as seen 

in the significant loss of manufacturing jobs.
25

4) The Illinois Basin consists of the coal-producing areas in Illinois, Indiana, and 

Western Kentucky. The coal is all bituminous, sold as “steam” to the electric power 

sector, with an average heat content ranging from 10,000 to 12,500 Btu/pound and 

mostly over 2% sulfur. The Illinois Basin has experienced enormous changes over the 

last two decades as production declined from the peak levels experienced in 1990 of 

over 140 million tons to a low of 88 million tons in 2003. The decline reflected the 

combination of new air pollution control requirements and penetration of Central 

States markets with low-sulfur coal from the Powder River Basin of Wyoming. 

However, a coal renaissance in the Illinois Basin began in the middle of the last 

decade as a result of increased domestic demand. Production within the basin 

gradually shifted during the time frame, away from output from Indiana surface 

mines to the benefit of underground mines in Illinois, where producers have 

increased the use of cost-effective longwall mining. 

The increased U.S. demand noted above was also driven by the gradual retrofit and 

modernization of the nation’s coal fleet, primarily the addition on many existing 

power plants of so-called “scrubbers,” or flue gas desulfurization (FGD) equipment. 

The improved emissions controls have allowed an increasing number of Midwest 

and Eastern power producers to switch to Illinois Basin coal, or, in some cases, 

switch back to Illinois Basin coal. This domestic growth has also been augmented in 

recent years by the development and growth of an export market. Over the last 10 

years, Illinois’ share of production has ranged between 32% and 38% of total Basin 

production. In 2012, 10 producers operating 22 mines accounted for all of Illinois 

coal production. The three largest producers, Foresight Energy, American Coal and 

Peabody Energy, accounted for over 70% of 2012 Illinois production. 

Since 2010, 10 new mines have been developed, or are in developing stages in 

Illinois. At full production, the announced new mines would add over 40 million tons 

of annual production capacity. Four of the new mines are longwall mines, each of 

which is expected to produce between 6.0 and 8.0 million tons per year. The growth 

in Illinois production is greater than the projected growth in the other parts of the 

Illinois Basin. As a result, Illinois’ share of total production is expected to continue to 

lead Basin tonnage growth over time. The potential increase in Illinois coal supply 

exceeds domestic demand requirements. As a result, in order for this growth to be 

realized exports of Illinois coal need to be expanded. 8

 

8 FY2013 Realizing Illinois Coal Export Potential Spring 2013 
26

However, with the end of 2015 many of the major coal producers are now laying off 

employees and cutting back on production due to decreasing demand and market 

conditions. Alliance, American Coal and Peabody have made substantial cuts to 

their workforce in recent months which will have a huge impact on the economy of 

the Delta region. 

Traditional Oil and Gas production has been part of the economy of Southern Illinois

for decades and takes places in the northeastern part of the Illinois Delta region. In 

recent years, hydraulic fracturing or “fracking” has become a production method to 

increase output. New regulations were put into place; however, before permits 

could be issued, the price of oil dropped, which has made market conditions 

unfavorable for the oil companies to proceed at this time. 

The Illinois Delta region has experienced a number of natural disasters in recent years. These 

disasters have included floods, tornados and ice storms. Each disaster has taken a toll on the 

county and communities that it impacted. Some were more isolated, such as the Leap Day 

Tornado in 2012 that hit Harrisburg and Ridgway or the November 2013 Tornado in Brookport. 

However, the 2016 and 2013 floods and the ice storm prior to that hit multiple counties. With 

each disaster, these local governments have struggled to recover. Due to the current FEMA 

requirements for federal designation of a disaster area, Illinois must sustain $18.1 million in 

damages to qualify. Due to the region’s sparse population, it is very difficult for localized 

disasters to qualify and these local governments do not have the resources for clean-up and 

repair of damaged public infrastructure. Also, the formula is impacting the ability of individual 

homeowners and many are not able to rebuild. As a result, more residents are leaving the 

region. 

Fort Massac State Park
27

Section B: Governor’s and State’s Goals, Priorities and Programs

Illinois’ goals, priorities and programs are vast encompassing rural, urban and suburban 

communities, those facing challenges of poverty, access to education and numerous additional 

factors. Rather than identify all of Illinois’ goals, priorities and programs, three sources of 

focusing on economic and community development are summarized below: Illinois Department 

of Commerce and Economic Opportunity (the State’s primary economic development agency), 

Governor Rauner’s Turnaround Agenda, and the 2015 report from the Governor’s Rural Affairs 

Council.

Illinois Department of Commerce and Economic Opportunity 

The guiding principles for the State of Illinois and the Illinois Department of Commerce and 

Economic Opportunity are as follows: 

 Prioritize long-term solutions rather than quick fixes

 Generate and embrace bold ideas

 Strengthen the entire state

 Seek out and incorporate the voice of the customer

 Act ethically and transparently

 Collaborate more effectively and more completely across Department offices, State 

agencies and with external organizations to deliver comprehensive solutions

 Continually improve our effective and efficient use of public funds

 Strive for agility and flexibility

The strategic goals for the Illinois Department of Commerce and Economic Opportunity are as 

follows: 

 Grow Illinois’ Economy

 Restore our Global Reputation

 Expand access to opportunities for minority and low income communities

 Develop and retain talent to meet current and future employer needs
28

 Increase Department transparency, accountability and operational performance

 Increase the impact and efficiency of community development and assistance programs

Additional information regarding Illinois’ Department of Commerce can be found at: 

http://www.illinois.gov/dceo/

Governor Bruce Rauner’s Economic Plan

(Focusing on topics associated with economic development)

The Four-Year Agenda

1. Economic Growth and Jobs Package

• Pass a phased-in minimum wage increase of 25 cents every year for seven years.

• Implement true workers’ compensation reform legislation that updates how injuries 

are apportioned to ensure employers pay for injuries that occur on the job; clarifies the 

definition of “traveling employees” to ensure a reasonable standard that excludes risks 

that would impact the general public; and implements American Medical Association 

guidelines when determining impairment.

• Enact lawsuit reforms to prevent unreasonable trial lawyer venue shopping, address 

unfair joint and several liability requirements and provide a balanced approach to 

medical malpractice cases to keep doctors in Illinois.

• Pass a constitutional amendment to cap unreasonable judgments (2018 ballot).

• Make Illinois unemployment insurance fair for beneficiaries and employers, including 

legislation that crackdown on benefit fraud for those who voluntarily leave

employment, but receive benefits and provide a more fair definition of misconduct in 

the workplace.

• Create local employee empowerment zones. Let voters in a county, municipality or 

other local unit of government decide via referendum whether or not business 

employees should be forced to join a union or pay dues as a condition of employment.
29

• Create a Minority Enterprise Small Business Investment Program to assist minority 

entrepreneurs in startups throughout Illinois.

• Require unions that contract with the state to have their apprenticeship programs 

reflect the demographics of Illinois communities, and to have their membership on 

public construction projects reflect the diversity in the surrounding area.

2. Student and Career Success Package

• Increase state support for pre-K-12

• Expand access to high-quality early childhood education and make programs easier to 

navigate for families.

• Expand vocational and technical program resources and grow partnerships among 

employers, high schools and community colleges.

3. Taxpayer Empowerment and Government Reform Package

• Make income taxes low and competitive with other states.

• Freeze property taxes by amending Illinois’ Property Tax Extension Limitation Law. 

The total property tax extension could not increase above the 2015 levy year, except 

for new construction or property in a TIF district. Voters would still be allowed to 

override the freeze via referendum.

• Modernize the sales tax to include service taxes that keep us competitive with 

neighboring states. 

• Preserve a fair and flat income tax by protecting low-income families with an increase 

in the Earned Income Tax Credit, and provide additional exemption relief to working 

families.

• Pass a constitutional amendment implementing 8-year term limits for statewide 

elected officials and members of the General Assembly.

• Pursue permanent pension relief through a constitutional amendment.

• Empower government employees to decide for themselves whether or not to join a 

union.

• Empower local voters to control collective bargaining issues in their local 

governments and take more direct responsibility for their employees’ benefits.
30

• Reward state workers with performance pay and incentivize employee-inspired costsaving measures.

• Require more vigorous enforcement of minority contracting guidelines and hiring in 

state government.

• Pass a binding Balanced Budget Amendment to the Illinois Constitution that prohibits 

the carry-over of past-due bills (2018 ballot)9

Governor’s Rural Affairs Council

The Governor’s Rural Affairs Council (GRAC) was founded in 1986 by executive order to serve as 

a link between state and local agencies to improve the delivery of State of Illinois services, to 

support innovative rural development initiatives, and recommend programs and policies to 

help improve the quality of rural life in Illinois.

Lt. Governor Sanguinetti is an advocate for the 1.6 million people who live in the 66 non-metro 

counties of Illinois. In order to build strong rural communities we must look to expand 

economic opportunities and facilitate partnerships between public and private agencies. 

Building these relationships will help address the health, educational and transportation needs 

of the people of Illinois.

Sanguinetti serves as the chair of the GRAC where she leads a group of government agencies, 

academic institutions, rural advocacy groups and citizen members to ensure the strength of 

rural Illinois.

Membership includes one representative from each of the following governmental agencies:

 Department on Aging

 Department of Agriculture

 Department of Commerce and Economic Opportunity

 Department of Employment Security

 Department of Human Services

 Department of Natural Resources

 Department of Public Health

 Department of Transportation

 Environmental Protection Agency

 Community College Board

 State Board of Education

 University of Illinois Cooperative Extension Service

 Housing Development Authority

 Southern Illinois University

 

9

Illinois Governor Rauner The Turnaround Agenda
31

 Institute for Rural Affairs at WIU

 Illinois Finance Authority

Membership also includes one representative from each of the following non-profits:

 Illinois Agricultural Association

 Rural Partners

The governor appoints up to 6 citizen members as required, to increase membership to a total 

of no more than 25 members.

The following goals are in the 2015 Rural Illinois: New Challenges, New Opportunities 10

Report: 

Economic Development: Small, rural communities often have part-time or volunteer staff 

without the expertise, training, or resources necessary to conduct effective economic and 

community development practices. Economic development efforts are vital in these areas if 

they are to retain their population, especially the younger demographic. Unfortunately, these 

communities find it difficult to compete with metro areas when engaged in traditional industry 

recruiting efforts.

Rural communities should be encouraged and supported in pursuing more innovative economic

development strategies such as promoting entrepreneurship and alternative business models.

Small, rural communities must also pursue alternative ways to finance economic development

initiatives including options like micro-lending, crowdfunding, and community foundations 

focused specifically on economic development.

Rural Education: A highly skilled, educated workforce is key to the economic vitality of Illinois.

Unfortunately, rural schools are facing shrinking numbers of school aged children, diminishing

funding and local revenues, and an aging infrastructure. At the same time that they are being 

asked to make greater use of technology and meet additional mandates for testing and 

services. School districts are looking for greater economies of scale through continued 

consolidations and through the use of technology to deliver instruction, but more must be done 

to ensure that Illinois is preparing the workforce it needs for the future.

Medical Transportation and Emergency Services: One factor driving rural out-migration is a 

lack of access to jobs, school, health care, shopping, recreation and entertainment. A lack of 

public transportation forces residents to drive long distances to get to services to meet their 

 

10 Rural Illinois: New Challenges, New Opportunities Governor’s Rural Affairs Council Annual Report 2015 
32

basic needs. Those without a reliable car must depend on friends and family for rides to work, 

medical appointments and other services only available in larger communities. Illinois has made 

great strides in coordinating public transportation at the county and regional level but nonemergency medical transportation remains an issue. Even communities or counties with public 

transportation may not offer services to take riders to scheduled medical appointments or 

treatments outside their service area. This is especially true for elderly and low income patients 

who may have no choice but to call an ambulance to get to dialyses treatment, chemotherapy, 

physical therapy, mental health counseling, etc. This ties up scarce emergency vehicles and 

personnel and increases the costs for patients and transportation providers. Residents that are 

not able to get to appointments suffer negative health consequences that often lead to 

conditions that are more difficult and expensive to treat. Providing emergency medical services 

(EMS) continues to be challenging in rural areas. The shrinking and aging pool of EMS 

volunteers common to many communities is particularly problematic in rural areas. The cost 

and time commitment necessary for volunteers to meet initial training requirements and 

continuing education requirements are particularly challenging for small rural communities. 

Sometime government regulations like increased training requirements, although meant to 

improve EMS, are counterproductive for rural areas. Emergency services are a vital part of the 

infrastructure needed to maintain rural communities and retain population. 

Rural Veterans and Agriculture Entrepreneurship: Approximately 19 percent of Illinois’ 

veterans reside in rural areas (National Center for Veterans Analysis and Statistics). Agriculture 

offers opportunities for veterans to build businesses and pursue viable livelihoods while 

expanding this vital segment of the Illinois economy. Opportunities exist in traditional farming 

and retail; food processing and value-added agriculture, livestock, and local foods, community 

supported agriculture, and farmers markets.

Improving Local Capacity: Rural communities often lack the resources available in metro areas. 

In many cases, these communities do not have full-time, paid professionals to plan and 

implement community and economic development initiatives, instead relying on part-time or 

volunteer staff. 
33

Section C: Alignment of State Priorities with Delta Regional Authority 

Priorities and Implementation Plan

DRA Guiding Principles:

Goal 1: Advance the productivity and economic competitiveness of the Delta workforce

This DRA goal is aligned with one of the seven key initiatives detailed in the State of Illinois’ 

2014 economic development plan: “Develop An Increasingly Competitive Workforce”. 

Governor Rauner’s Illinois Turnaround economic plan includes these closely related strategies:

 Consolidate and refocus all state boards, agencies and programs to manage an 

integrated comprehensive cradle-to-career statewide system of education and 

vocational training.

 Expand vocational and technical program resources and grow partnerships among 

employers, high schools and community colleges.

Goal 2: Strengthen the Delta’s physical and digital connections to the global economy

This second DRA goal is closely aligned with one of Illinois’ seven primary economic 

development initiatives: “Modernize and Revitalize Our Infrastructure”.

Illinois strategies supporting that goal address basic public infrastructure, transportation 

infrastructure, and broadband expansion. In addition, this DRA goal is supported by Illinois’ aim 

to: “Increase Fairness and Opportunity” in economic development efforts, through the strategy 

of focusing more resources on the state’s most distressed communities.
34

Goal 3: Facilitate capacity building within Delta communities

The third DRA goal is aligned with a state strategic goal in Illinois: 

“Increase the impact and efficiency of community development & assistance programs.” 

It also meshes with two of the state’s seven key economic development initiatives:

 Promote Economic Development on a Regional Level

- by prioritizing bottom-up planning and action

 Increase Fairness and Opportunity 

– by focusing more resources on the state’s most distressed communities

This goal is aligned with a key need identified in the 2015 report of the Governor’s Rural Affairs 

Council (GRAC): “Improving Local Capacity”. The GRAC report notes that local community 

agencies in rural Illinois are often staffed by part-timers or volunteers who lack the “expertise, 

training, or resources necessary to conduct effective economic and community development 

practices.” The report concludes that greater assistance from regional and state agencies is 

needed to assist rural communities, such as those in Illinois’ Delta region. 

PERFORMANCE MEASURES

Measurable performance measures are key to the evaluating the effectiveness of any plan. 

Implementation of various measurable performance metrics is also recommended to monitor 

and validate the effectiveness of this Strategic Plan. The following performance measures (and 

additional measures as may be determined in the future) are recommended for 

implementation. Regional organization and implementation of plans and measurement of their 

effectiveness is essential for the successful implementation of this plan. These groups must 

meet to place specific figures to the following measurements, and are encouraged to do so for 

each of the upcoming five years. 

 Increased dollar amount of private investments in the region 

 Number of jobs created and retained overall

 Number of jobs created and retained in targeted industries

 Increase in the percentage and number of high school and technical associate 

degrees

 Increase in Income levels

 Increased number of technical community college programs to increase the 

labor pool of technically oriented jobs and careers
35

 Increase in Wages

 Decrease in Unemployment rate 

 Increase in the number employed

 Increase in Population levels.
36

Section D: Best Practices and State Resources: 

Case Studies, Tools and Models for Economic Development

John A. Logan Simulation Lab: The Southern Illinois Delta Regional Simulation and Learning Lab 

was created through the vision and financial commitment of Southern Illinois Healthcare and 

John A. Logan College and the collaborative funding efforts of the Delta Regional Authority, and 

the USDA Rural Development Distance Learning and Tele-Medicine grant. Changing federal 

professional development regulations and technology advances in all aspects of health care 

created a stronger need for advancing health care training opportunities. The entire Southern 

Illinois region took a major step forward in the education and training of its regional healthcare 

professionals. 

The Delta Regional Authority supported the development of the project by investing $167,988 

dollars to purchase the necessary training materials for the simulation labs, classroom/

debriefing rooms, and computer lab. Additional funds received through a USDA rural 

development grant helped to expand the reach of the lab with the procurement of additional

simulation equipment and distance learning equipment for all of the region’s excellent 

community colleges and two high schools. Southern Illinois Healthcare (SIH) and John A. Logan 

College (JALC) worked together to secure a physical location for the lab. After months of 

discussions between SIH administrators and JALC officials, an agreement was reached to 

transform 6,000 square feet of unfinished space on the college campus into a state of the art 

simulation and learning lab.
37

The Simulation and Learning Lab places current healthcare students and regional employees in 

situations that mimic real-life medical emergencies. The lab features multiple mannequins that 

can imitate medical emergencies; including crying, coughing, seizing, and multiple other 

afflictions patients in an intensive care unit or operating room may have. The patient 

simulators are computer-driven, full-sized mannequins, which deliver experiences in true-to-life 

scenarios that can swiftly change to meet the instructor’s goals. In addition to housing a variety 

of “hospital-like” simulation rooms which include an Intensive Care Unit Room, Operating 

Room, and Emergency Care Room, a debrief/classroom is also part of the set-up. Classroom 

simulations can be recorded so health care educators can continue the instruction and dialogue 

with students after the hands-on training has ended. These recordings also allow students the 

ability to review specific clinical scenarios, if needed. 

While the focus of the Lab is on educating current SIH healthcare employees, all healthcare 

providers in the local region benefit from its presence. Nursing students from throughout the 

region can schedule time in the lab during their nursing education program. Community Health 

Education programs can schedule time in any of the lab classrooms. Public health departments 

are also welcome to schedule time in the lab. Plans are in place to advance the tele-distance 

opportunities within the lab, as well.

Southern Illinois will continue to benefit from the development of the Simulation Lab at JALC 

for years to come. Healthcare students have the ability to learn and practice in a setting that 

allows them to not only develop clinical skills, but only also enhance their critical thinking skills. 

The end result is competent and confident providers who are able to delivery higher quality 

care, safer care and better patient satisfaction.

City of Grayville: In 2014, DRA made a $100,000 investment to the City of Grayville, Illinois. 

The DRA investment helped to fund the construction of a new road, Stephenson Street, that 

serves the city-owned industrial park. In just over a year, the project has resulted in over 

$6,000,000 in private investment and 44 jobs. An additional $900,000 in private investment 

and 106 jobs is also expected to occur within the industrial park. The companies locating within 
38

the park include Road Ranger, Subway, Gillards True Value, M & S Tire, and a Car Wash. “New 

and improved transportation infrastructure–such as this new road–connects people to jobs and 

opportunity but also directly supports local business growth in southern Illinois. We are proud 

to be a part of enhancing the acquisition and job creation efforts of Grayville and look forward 

to the impact the industrial park and its businesses will have on southern Illinois workers,” said 

Chris Masingill, DRA Federal Co-Chairman.

Road Ranger Ribbon Cutting 

City of Carmi: In 2013, DRA funded water and road improvements within the City of Carmi’s 

Industrial Park West. The Industrial Park West started out with 12 acres available. After the 

current development, the park still has 8 acres available for development. The DRA was part of 

a much larger project that included IDOT and U.S. DOC Economic Development Administration 

grant monies. Since the infrastructure development, three businesses have located within the 
39

park, with $1.5 million in private investment committed. Ten new jobs have been created, with 

the potential for 20 more jobs within the next year. The city had been without a hardware 

store for almost 10 years. Gillard’s True Value Hardware was the first tenant with an initial 

investment of $420,000 and creation of 10 new jobs. Taylor Eye Care was the second tenant to 

locate in the park. Projected construction and development investment is $705,865 with 

retention of 6 jobs with anticipated creation of 5 more new jobs. Construction is now 

underway and should be completed in the next 3 – 4 months, weather permitting. The Taco 

Factory Mexican Restaurant will be located at the corner of Falcon and Industrial. Construction 

is now beginning and should be completed in the next 3 – 4 months, weather permitting. 

Construction and equipment costs are estimated at $408,000 with new job creation of 25 

positions with an anticipated additional 10– 15 jobs once the restaurant is operating at full 

capacity. DRA funded the water lines and part of Lincoln Ave. The entire project consisted of 

water and sewer lines, Lincoln Ave. Falcon Ave., and Industrial Ave. (a Truck Access Route from 

Hwy 1 to Hwy 14).

Taylor Eye Care-Groundbreaking ceremony 

Hardin County General Hospital: Hardin County General Hospital is a 25-bed critical access 

hospital located in Rosiclare, Illinois. Hardin County General Hospital (HCGH) is the sole 

community provider for the southeastern Illinois counties of Hardin and Pope, both of which 

are Delta Communities. Over the past 6 years, HCGH has been the recipient of four Delta 

Regional Authority investments, totaling $212,863, which were leveraged by $25,391 of funds 

from the hospital. 
40

In 2009, HCGH received $42,922 to construct a new communications tower. The new singlepoint tower allowed the hospital to replace the old tower that was no longer serviceable. The 

hospital was able to expand its emergency and disaster communication capabilities with the 

new tower. 

In 2011, HCGH again received $67,242 from DRA for new telehealth equipment upgrades. This 

upgrade allowed HCGH to correct four key areas lacking in their telehealth capabilities. The 

funds were used to purchase new interfaces for the radiology departments for the use of offsite 

physicians including the hospital’s offsite radiologist. A new web station module allowed the 

lab to catalogue and store electronic lab results for patients and can now allow distance 

physicians secure access to patient lab results from anywhere with internet access. The 

hospital also used DRA funds to replace the hospital’s aging EKG machine with a model that 

allowed storing and transmission of electronic versions of the EKG to offsite cardiologists.

In 2013, Hardin County once again received DRA funds to upgrade to a digital interfaced phone 

system and to replace the nurse call system with an integrated system that can allow remote 

monitoring of patient devices such as the I.V. pumps and fall prevention “bed check” enabled 

beds. The amount of these funds wre $43,637. The upgrades resulted in better 

communication within the hospital and improved the safety equipment and self-reporting 

monitoring of patients.

In 2014, HCGH utilized $59,062 in DRA funds to purchase a new hematology analyzer. The new 

analyzer provided the hospital lab the ability to perform laboratory analysis in-house, as 

opposed to the old method of sending readings out of the hospital. The system also interfaces 

with the workstation module that was purchased in 2011. 

The hospital is one of the largest employers in Hardin County with direct employment of 140 

workers. It provides services to over 800 inpatients, 5,500 emergency room visits, 18,000 

outpatient services and 12,000 clinic visits annually. 

Rosiclare Hospital
41

APPENDIX A: DRA FOOTPRINT IN ILLINOIS
42

APPENDIX B: 
43
44
45
46
47
48
49
50
51
52
53
54
55
56
57
58
59
60
61
62
63
64
65
66
67
68
69
70
71
72
73
74
75
76
77
78
79
80
81
82
83
84
85
86
87
88
89
90
91
92
93
94
95
96
97
98
99

11

 

11 Data in Appendix B provided by Susan Odum, University of Illinois Extension, ESRI® Business Analyst